Nihon M&A Center Holdings Inc. · TSE:2127
Nihon M&A Center — Q2 2026 Earnings Presentation
85 slides from Nihon M&A Center's earnings presentation, Oct 30, 2026
Slide 1: Financial Results Report for Q2 FY2026
Assisting companies to continue and prosper through M&A IR Report Financial Results Report for Q2 FY2026 Year to March 2027 30 October 2026 TSE code ２１２７ To bring best-in-class M&A ever closer – today and beyond. 35th anniversary of our founding Nihon M&A Center Group The information included in thi
Slide 2: Table of Contents
Table of Contents Nihon M&A Center Holdings Purpose P1 ROE and Shareholder Breakdown P４３～４5 Our Re-Growth Strategy P2 ROE trend P４４ Share Ownership and Market Capitalization P４５ Issue concerning interim dividends in prior fiscal years P3～４ Shareholder Return Contribution (Dividend Policy) P５ Industr
Slide 3: Nihon M&A Center Holdings Purpose
Nihon M&A Center Holdings Purpose To bring best-in-class M&A ever closer. To connect hopes and dreams for the best M&A experience in Japan and then the world Best M&A ＝ Top level compliance, client satisfaction, quality
Slide 4: Our Re-Growth Strategy
Our Re-Growth Strategy 300 Ordinary Profit （¥00mn） Record-high Record-high 230 leading sales and indicators ordinary profit Next GENESIS Inappropriate 220 承 accounting Introduction Development Change Conclusion Vision ３００ incident （See page 38 for details） Strengthen- A return to 210 Compliance- ing
Slide 5: Apology to our shareholders and investors
Issue concerning interim dividends in prior fiscal years Apology to our shareholders and investors It has come to light that certain interim dividends paid in prior fiscal years exceeded the distributable amount, and we offer our deepest apologies to our shareholders, investors, and all other stakeh
Slide 6: Issue concerning interim dividends in prior fiscal years
Issue concerning interim dividends in prior fiscal years Facts and Investigation Findings Deficiencies in the distributable amount verification process resulted in certain interim dividends exceeding the limit permitted under the Companies Act Established a Third-Party Investigation Committee to
Slide 7: Shareholder Return Contribution (Dividend Policy)
Shareholder Return Contribution (Dividend Policy) Plan to maintain a ¥29 dividend per share, including a ¥4 special dividend Shareholder Return Dividend per share Pay-out ratio FY2025*1 ¥29 73.7% FY2026 forecast ¥２９ 71.3% Dividends and pay-out ratio*2 Dividends（left axis） Pay-out ratio Pay-out ratio
Slide 8: H1 FY2026 Results Review
H1 FY2026 Results Review
Slide 9: Summary of H1 FY2026 Results
Summary of H1 FY2026 Results Sales, the number of transactions closed, and average revenue per M&A transaction were broadly unchanged YoY Growth investment costs resulted in lower profit Results Number of YoY Full-year *1 YoY transactions 478 Sales 22,599 ¥mn forecast progress closed -2.0% ＋0.1% 42.
Slide 10: Summary of H1 FY2026 Leading Indicators
Summary of H1 FY2026 Leading Indicators Leading indicators remained strong in Q2 Deal pipeline also expanded Leading Indicators Number of new YoY o/w Number of YoY sell-side 699 mid-cap 155 mandates ＋13.5% mandates*1 ＋30.3% The number of new sell-side mandates remained at a high level in Q2, as in
Slide 11: H1 FY2026 P/L (Revenue)
H1 FY2026 P/L (Revenue) H1 FY2026 YoY change YoY change results (%) (amount) Cause/Results Despite the 2.0% YoY decline in the number of Sales transactions closed, an increase in M&A sales per （¥mn） 22,599 +0.1% +12 transaction (up 2.2% YoY) kept sales in line with the prior-year level Number of
Slide 12: H1 FY2026 P/L (Expenses and Profit)
H1 FY2026 P/L (Expenses and Profit) H1 FY2026 YoY change YoY change Cause/Results results (%) (amount) Personnel costs: 4,763 ¥mn, +3.6％ YoY Referral fess and outsourcing expenses: 2,830 ¥mn, －11.6% YoY Cost of sales （¥mn） 8,494 -1.2% -106 • Primarily due to an increase in the share of direct de
Slide 13: P/L Summary
P/L Summary FY2026 H1 FY2026 results YoY H1 FY2025 results full-year forecasts (¥mn, ％) Total ％ % Total % Total % Sales 22,599 100.0 0.1 22,587 100.0 52,800 100.0 (o/w M&A sales) 21,810 96.5 0.1 21,780 96.4 Cost of sales 8,494 37.6 -1.2 8,601 38.1 (o/w referral fees and outsourcing expenses) 2,830 1
Slide 14: Summary of Q2 (Jul – Sep) FY2026 Results
Summary of Q2 (Jul – Sep) FY2026 Results The number of transactions closed increased to 290 from 188 in Q1 (+54% QoQ) Mid-cap deal closings also increased significantly by approximately 80% QoQ Q2 results （Jul – Sep) FY2026 FY2025 YoY Sales （¥mn） 13,495 13,569 -0.5% Ordinary profit （¥mn） 5,632 6,037
Slide 15: Latest Leading Indicators in line with M&A Mandate Flow
Latest Leading Indicators in line with M&A Mandate Flow * Figures for Q2 (Jul- Sep) FY2026, % changes YoY Mandate / Preparatory phase Matching phase Negotiation phase M&A advisory Preparation of Definitive Management Completion agreement valuations & Matching meeting agreement with potential sellers
Slide 16: Record of Transactions Closed, M&A Sales, New Mandates
Record of Transactions Closed, M&A Sales, New Mandates FY2023 FY2024 FY2025 FY2026 （Units: no. of transactions, million yen） ２Q Full year １Q ２Q ３Q 4Q Full year １Q 2Q ３Q 4Q Full year １Q 2Q Total number of transactions close 266 1,146 19１ ２６３ 284 ３４０ 1,078 212 276 322 251 1,061 188 290 (by no. of comp
Slide 17: B/S Summary
B/S Summary Maintaining a healthy balance sheet Asset （¥mn, ％） End-Sep 2026 % Change End-Mar 2026 Ⅰ Current assets 40,630 66.8 -3,127 43,758 Cash and deposits 39,112 64.3 -1,335 40,447 Accounts receivable 638 1.0 -169 808 Others 879 1.4 -1,622 2,502 Ⅱ Fixed assets 20,229 33.2 -2,234 22,464 Total ass
Slide 18: Number of Employees
Number of Employees Recruitment, retention, and development of M&A consultants remain a top priority Additionally, to strengthen the training and development framework, beginning this fiscal year, the start date for new hires has been standardized to the first business day of each quarter Number of
Slide 19: Features
Features
Slide 20: 35th Anniversary Special Project(1)
35th Anniversary Special Project(1) Held a ceremony marking the 35th anniversary of our founding More than 370 key figures from various sectors attended Background and overview We looked back on our 35-year history and shared our commitment to our second founding and our vision for the future Mo
Slide 21: 35th Anniversary Special Project(2)
35th Anniversary Special Project(2) Rolling Out Various Initiatives Throughout the Year Key initiatives for our 35th Anniversary Launch of transit advertisements (Jan 2025～) • Implemented at seven locations where regional bases are located: Tokyo, Osaka, Nagoya, Hiroshima, Fukuoka, Sapporo, and Ok
Slide 22: Acquisition of an AI specialist firm
Acquisition of an AI specialist firm Made AI Brain Partners Inc. a subsidiary*1 Strengthening our foundation for AI utilization (conversion into a wholly owned subsidiary planned for November 2) Overview of AIBP With the mission of “building an organization that can move forward alongside AI, rath
Slide 23: Active in digital transformation and adoption of AI
Active in digital transformation and adoption of AI (data-driven management) Status of database development using the AI-based business interview analysis service “Bring Out” and implementation of “Deal Profiles” AI Initiative① AI Initiative② Preparatory Phase Matching Negotiation Accumulated inform
Slide 24: Marketing Roadshow
Marketing Roadshow Currently doing seminar tour in 25 locations nationwide Special features of our nationwide seminar tour Speaker rostrums strengthened to cover more than the themes of succession planning and M&A, responding to owners' interests with celebrities, local authority leaders and univers
Slide 25: Regional marketing
Regional marketing Strengthening relationships with local customers through the rollout of community-based marketing initiatives Community-based initiatives Status of “local representative office with discussion desk” openings （Apr 2023～） • Dedicated consultants stationed in each prefecture to ena
Slide 26: Direct Marketing
Direct Marketing Established the Regional & Industry Strategy Division this fiscal year Drive new mandate acquisition through regional focus × industry specialization Regional & Industry Strategy Division initiatives Regional strategy • Leverage networks of leading regional companies and business
Slide 27: Branding
Branding Recognized by Guinness World Records for 6 consecutive years Best-selling mergers and acquisitions advisory company in 2025 * Record this year Number of transactions closed (No. of transactions closed) 1,150 transactions in 2025 1,200 1,150 (Year of record: Jan 2025 – Dec 2025) 1,067 1,088
Slide 28: Related Activities
Related Activities
Slide 29: Update on Related Activities
Update on Related Activities “Other sales” include 86¥mn in external sales from the fund business, whose segment profit (pretax profit) was 555 ¥mn*1 * 1 In Q1, a gain on the sale of an investment in the fund business was recorded as extraordinary gain Fisrt Half comparison YoY comparison Q2 FY２０２6
Slide 30: TOKYO PRO Market (TPM) IPO support activities
TOKYO PRO Market (TPM) IPO support activities *1 The number of companies listed Nihon M&A Center sponsor track on TPM (end-Sep 2026) record • Prefectures with J-Adviser/F-Adviser contract records • TOKYO PRO Market-listed companies sponsored by us • Fukuoka PRO Market*2-listed companies sponsored by
Slide 31: PMI Consulting business
PMI Consulting business For successful M&A, the necessity and importance of PMI*1 are increasing. *1 Post Merger Integration process Main changes in the external environment surrounding PMI support for SMEs March 2022 The SME Agency has developed the ‘PMI Guidelines for SMEs’ July 2024 The FSA h
Slide 32: (Reference) PMI-related Initiatives
(Reference)PMI-related Initiatives Initiated joint research in PMI with Kwansei Gakuin University*1 Entered into a business alliance with Raynos and began providing support for securing management talent*2 Joint research with Kwansei Business alliance with Raynos Gakuin University (Jul 2026) (Aug 20
Slide 33: Overseas Activities(1)
Overseas Activities(1) 10th anniversary of opening overseas locations Began a strategic alliance with a U.S. M&A advisory firm Evolution of overseas activities Phase 3: Full-fledged profit generation Phase 2: Accumulation of know-how • Establishing a profit model and Phase 1: Overseas expansion • St
Slide 34: Overseas Activities(2)
Overseas Activities(2) Held a 10th anniversary event in Singapore Background and overview Since entering Singapore in 2016, we have built a cross-border M&A network connecting Japan and ASEAN To mark the 10th anniversary, approximately 350 participants gathered from Japan and across ASEAN, inclu
Slide 35: Fund business(1)
Fund business(1) Established J-Capital as an intermediate holding company overseeing the fund business * See our website “Notice of Establishment of Intermediate Holding Company by Simplifies Incorporation type Company Split” for details Overview of J-Capital Evolution of the fund business An inte
Slide 36: Fund business(2)
Fund business(2) Initiatives to advance business at each fund company AtoG Capital （Since Dec 2023, our wholly owned subsidiary） Invests in mid-sized and small companies in the ASEAN region, where acquisition hurdles are high for Japanese companies, and strengthens governance and compliance struct
Slide 37: FY2026 Forecast and Mid-term Management Plan
FY2026 Forecast and Mid-term Management Plan
Slide 38: FY2026 Forecast
FY2026 Forecast Forecast exceeding Mid-term Management Plan (FY2027 targets: Sales ¥50 billion, OP ¥18 billion) FY2026 consolidated results forecasts Compared Compared FY2025 to FY2025 FY2025 to FY2024 H1 H2 Full year results results forecasts forecasts Sales 23,900 28,900 52,800 50,257 +5.1% 46,300
Slide 39: Mid-term Management Plan
Mid-term Management Plan In FY2025, we achieved our mid-term management target one year ahead of schedule. We aim to deliver upside results even within the current mid-term management plan period Mid-term Management Plan (¥mn) Consolidated sales Target higher than budgeted figures 60,000 Consolidate
Slide 40: Next GENESIS Vision
Next GENESIS Vision 300 FY2026 is defined as the start of our second founding and renewed growth Starting with regional revitalization, Vision driving the renewal of Japan, and What the company ultimately becoming the world’s No. 1 aspires to become integrated M&A company Toward ordinary profit of ¥
Slide 41: Trust-type Stock Compensation Plan
Trust-type Stock Compensation Plan Introduction of trust-type stock compensation plans* toward achieving FY2032 ordinary profit target *Introduction approved by the Board of Directors on April 30, 2026 (for directors, approved at the Annual General Meeting held on June 25, 2026) Purpose of introduci
Slide 42: Head Office Expansion and Relocation in the Second Founding Phase
Head Office Expansion and Relocation in the Second Founding Phase Expanding and Relocating the Tokyo Head Office to Enhance Face-to-Face Communication and Improve Management Speed and Quality (Planned for Spring 2029) Objectives of the Head Office Expansion and Relocation An investment aimed not m
Slide 43: Redesigning our mission framework
Redesigning our mission framework Formulated a new vision and core values for our second founding Redefined the Group’s Vision and renewed the existing Philosophy as Core Values Corporate ethos We contribute to the preservation and An enduring and sustainable growth of businesses unwavering corpor
Slide 44: Management organization structure
Management organization structure Restructured the Sales Organization for our “second founding” amid structural growth in M&A demand Prior Structure ⇒ New Structure Organizational roles by company size segment ・ ・・ Sales HQ Sales HQ Alliances Div. Business Div. companies Corporate Strategy Div. Indu
Slide 45: ROE and Shareholder Breakdown
ROE and Shareholder Breakdown
Slide 46: ROE trend
ROE trend ROE to progress over ２0％ Shareholder equity and ROE （return on equity） Shareholder equity（left axis） (¥mn) (%) ROE（right axis） 60,000 30 25.7 % 24.0 % 24.4 % 50,000 24.1 % 21.8 % 18.7 % 40,000 20 30,000 20,000 10 10,000 0 0 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 （forecast） Copyright©202
Slide 47: Share Ownership and Market Capitalization
Share Ownership and Market Capitalization Share ownership as of 30 Sep 2026 Market capitalization （from Apr 2020） Other (¥100mn) corporations 14,000 2.3％ Treasury stock 4.8％ Securities companies 12,000 2.2％ 10,000 Individuals 8,000 32.7％ 6,000 Foreign 22.6％ 4,000 Financial 2,000 institutions 35.5％ 0
Slide 48: Industry Trends
Industry Trends
Slide 49: Industry Trends – External Landscape
Industry Trends – External Landscape Improvement required to service quality and ethical standards of the industry Number of companies providing M&A support （as of 20 Oct 2026） M&A specialist companies – intermediaries About 820 Within the total Companies providing M&A support 87.7% have 4 or less
Slide 50: Industry Trends - Response by SME Agency (1)
Industry Trends - Response by SME Agency (１) “SME M&A guidelines” 2nd revised edition (Aug 202４) Added content including fee transparency and policy for inappropriate buyers Summary of revisions (for intermediary parties) 1. Intermediaries, financial advisor fees and 5. Risks for parties following d
Slide 51: Industry Trends - Response by SME Agency (2)
Industry Trends - Response by SME Agency (2) “Skill map for SME M&A Specialists (Individuals)” (Released in April 2025) In order to improve the quality of private sector M&A specialized human resources, SME Agency have systematically organized and announced the skills related to the broad domain of
Slide 52: Industry Trends - Response by SME Agency (3)
Industry Trends - Response by SME Agency (3) Announced an overview of the SME M&A Qualification Examination based on the skill map (Mar 2026) Overview of the “SME M&A Qualification Examination (tentative name)” From the perspective of improving the knowledge, skills, and ethics of individuals enga
Slide 53: Industry Trends - Response by Self-Regulatory Body
Industry Trends - Response by Self-Regulatory Body Strengthened measures against inappropriate buyer* M&A Advisors Association (self regulatory body) 272 companies joined (as of Sep 2026). We are listed as a founder member Change of structure. Creation of Qualification system committee and Self
Slide 54: Industry Trends – Our Response (1)
Industry Trends – Our Response（１） Measures to prevent M&A problems What we do ① Further strengthening of process for checking risks during the M&A process Chec1 Criminal record Checkpoint Checkpoint Checkpoint 2 Financial capacity of buyer Checkpoint 3 Suitability of scheme Legal review meeting① Leg
Slide 55: Academic, industry & government collaboration – Our Response (2)
Academic, industry & government collaboration – Our Response （２） To assist the healthy development of the industry and improve standards Further strengthening of academic, industry and government collaboration New PR role - CPAO Methods to promote academic, industry and government collaboration Ou
Slide 56: Industry Trends – Our Response (3)
Industry Trends – Our Response （３） While M&A has become common, direct marketing towards small and medium-sized business owners has intensified M&A support companies are subject to comparative selections due to changes in the market environment Our company’s belief Our vision of the best M&A Compani
Slide 57: Industry Trends – Our Response (4)
Industry Trends – Our Response （4） Five supports to lead you from Completed mandate to Success Even in the unlikely event of a A company specialized breach of representations and in PMI support will warranties, we will provide support lead M&A to success. to maintain a good relationship. Japan's Fir
Slide 58: Business Environment
Business Environment
Slide 59: Distribution of the Age of Owners & Ratio of Companies with No Successor
（Reference） Distribution of the Age of Owners & Ratio of Companies with No Successor The per centage of SME owners aged over 70 shows an upward trend The ratio of companies with no successor is trending down, but still represents a majority Age distribution of SME owners Ratio of SMEs with no succes
Slide 60: Key Reasons for Companies Becoming Dormant, Closing Down or Being Broken Up
（Reference） Key Reasons for Companies Becoming Dormant, Closing Down or Being Broken Up Over half the companies which closed down are profitable The reason for about 30% of companies closing down is the lack of a successor Breakdown according to profit/loss of Reasons for companies closing down comp
Slide 61: Potential Market
Potential Market
Slide 62: Estimated Potential Demand for M&A Related to Business Succession
Estimated Potential Demand for M&A Related to Business Succession Potential demand for M&A of SMEs lacking a successor is forecast to peak in 2035, but still maintain a high annual volume of over 90,000 ＊1 Projection of potential demand for M&A of SMEs lacking a successor （sales over ￥100m, CEO age
Slide 63: M&A Potential Market Size
M&A Potential Market Size The potential market size for M&A of SMEs (sales over ¥100m) in the domestic market is ¥13.5 trillion Number of potential M&A target companies*2 Sales size Number of Potential SMEs*1 Business succession Business succession market size*3 focus not focus （CEO age over 60） （CE
Slide 64: Company Overview
Company Overview
Slide 65: Track record on Sales and Ordinary Profit since FY2009
(Reference) Track record on Sales and Ordinary Profit since FY2009 (¥mn) Consolidated sales 60,000 Consolidated ordinary profit 50,257 50,000 44,077 44,136 40,000 41,315 40,401 34,795 32,009 30,000 28,463 24,625 19,069 19,154 20,000 16,864 16,918 15,468 14,778 14,467 12,533 16,518 12,227 11,670 15,4
Slide 66: Corporate Profile
Corporate Profile (as of end-Sep 2026) Leading company in M&A intermediary services with a track record of over 11,000 completed transactions Company name Nihon M&A Center Holdings Inc. Established April 1991 *Transition to a holding company structure taken place in October 2021 Business outline Gro
Slide 67: Corporate History
Corporate History ★ We have been profitable since the second year of our history and have continuously paid a dividend Honorable Chairman Wakebayashi and President Miyake worked at Olivetti Japan, selling computers nationally to accounting firms and regional financial institutions. The current M&A n
Slide 68: Business Model Nationwide M&A information network
Business Model Nationwide M&A information network Providing corporates buying or selling with an abundance of information on deals, irrespective of location or sector, harnessing a nationwide network of financial institutions and accountants Information Network Information As of end-Sep 2026 Informa
Slide 69: The Strengths of Nihon M&A Center
The Strengths of Nihon M&A Center Never let any competitor catch up Differentiation through service, superiority without competing on price Strong systems for Very strong network for M&A information １ developing valuable Regional financial institutions, accountants, large financial information ins
Slide 70: Our Workflow as An M&A Intermediary
68 Copyright©2026 Nihon M&A Center Holdings Inc. All rights reserved. Post-disposal support Implementation PMI support support for disclosure Success Success Signing of definitive fee fee agreement, document exchange, settlement Negotiation of final terms Due diligence Interim Support for concluding
Slide 71: Becoming An Integrated M&A Company
Becoming An Integrated M&A Company Specialized high quality group companies Nihon M&A Center J-Capital Established in 1991. The top An intermediate holding company for closed deals in the company M&A intermediary services overseeing the fund business industry Japan PMI Consulting Japan Investment Fu
Slide 72: Nihon M&A Center Inc. Organization Structure
70 Corporate HQ Copyright©2026 Nihon M&A Center Holdings Inc. All rights reserved. General Affairs Dept. Finance & Accounting Dept. HR Dept. Nihon M&A Center Inc. Organization Structure （as of Oct 2026） Document Management Dept. Management Operations Legal Advisory Dept. HQ Risk Management Dept. Bus
Slide 73: Human Resource Development Plan
Human Resource Development Plan Achieving early development as well as strengthening the next generation A layered approach for thoroughness We aim to achieve fast results from the training Training Program Structure （excerpt） M&A consultants Corporate Staff Management ★Special training from top Exe
Slide 74: What We Do for Digital Transformation
What We Do for Digital Transformation Utilizing media & digital communication Digitalisation Awareness Lead creation greater efficiency to every component of the M&A process Awareness Lead creation Newspapers, Private company valuation system, Introductions Creation of potential buyer lists using ma
Slide 75: Transactions closed in FY2025
Transactions closed in FY2025 What size sellers does Nihon M&A Center support ？ * Calculated from deals closed in FY2025 Sales in a seller (¥mn) Number of employees in a seller More than More than 2,000 100 or less 100 employees 8.1％ 8.7％ 7.6％ 5 employees or less More than More than 50 to 1,000 to 2
Slide 76: Transactions closed in FY2025
Transactions closed in FY2025 We achieve optimal matching from our broad geological and sector reach * Calculated from deals closed in FY2025 Industries of companies sold Nihon M&A Center matching results Same Different Total Others Construction sector sector 23.6％ 24.6％ Same region 9.3 ％ 25.2 ％ 34.
Slide 77: Sustainability Initiatives
Sustainability Initiatives MSCI ESG Rating is currently BBB due to Supporting the active participation of female changes in the rating methodology in 2026 consultants We are strengthening recruitment and supports of Year 2019 2020 2021-2０23 ２０２４ ２０２５ ２０２6 female M&A consultants, to achieve sustain
Slide 78: Sustainability Initiatives
Sustainability Initiatives Published the “DIVERSITY & INCLUSION BOOK,” which summarizes our D&I initiatives (Mar 2026) 「DIVERSITY & INCLUSION BOOK 2025-2026」 We continue to implement initiatives to promote D&I. This booklet was created to introduce these initiatives, and this is its fourth publicati
Slide 79: Sustainability
Sustainability Integrated Report 2026 Published in both Japanese and English Integrated Report 2026 Message from Top Roundtable Discussion Cover Dialogue with Stakeholders Management with Outside Directors The full version of the Integrated Report is available on our corporate website Continuing to
Slide 80: Our M&A intermediary activities provide economic benefits
Our M&A intermediary activities provide economic benefits Enabling the continual growth of society through sustaining and increasing employment 1 Number of Total revenues for the companies involved in the aforementioned FY2025 M&A contracts M&A contracts Basic information 487 ¥ 419.7 billion 2 Preve
Slide 81: Transactions Closed in Q2 (1/3)
Transactions Closed in Q2 (1/3) 148 transactions closed, 290*1 by number of companies Selling company Acquiring company Selling company Acquiring company Industry classification Region Industry classification Region Industry classification Region Industry classification Region 1 Building constructio
Slide 82: Transactions Closed in Q2 (2/3)
Transactions Closed in Q2 (2/3) Selling company Acquiring company Selling company Acquiring company Industry classification Region Industry classification Region Industry classification Region Industry classification Region 51 Metals parts processing Kanto Metals parts processing Tokai, Hokuriku 79
Slide 83: Transactions Closed in Q2 (3/3)
Transactions Closed in Q2 (3/3) Selling company Acquiring company Selling company Acquiring company Industry classification Region Industry classification Region Industry classification Region Industry classification Region 107 Apparel design / retail Kanto Apparel design / retail Tokai, Hokuriku 13
Slide 84: Corporate ethos and Corporate Purpose
日本M&AセンターHDのフィロソフィー 最後に Corporate ethos We contribute to the preservation and sustainable growth of businesses through M&A. Corporate Purpose To bring best-in-class M&A ever closer To connect hopes and dreams for the best M&A experience in Japan and then the world To investors Increase market value
Slide 85: Core Value Be a professional
Core Value The company’s core values and beliefs Be a professional It means taking responsibility not merely for outcomes, but for the lives entrusted to us. A company is a place where lives are woven together. That is why we Utmost respect for face our clients with absolute commitment, even accepti
Nihon M&A Center Holdings — Q2 2026 Earnings Presentation on 6ix